1 Invest in talent development as well as technology through four stages… 2 to build a future-ready Assess Communicate Develop Train workforce that is… • Employers need to carry out an honest • Organisations must clearly and transparently • Align with the fundamental shift to a skills-based • Teach adaptability through regular training Adaptable appraisal of the future of work and educate communicate the impacts of emerging economy and away from a jobs-based one and development workers about their prospects technology on the company and its workforce • Provide transparent guidance on skills needs for • Provide regular upskilling – not just technical Workers who are enabled to be flexible and • Empower managers with data-driven tools to to support employees through times of next career steps skills but also human skills. adaptable to adjust to changing environments understand, assess and predict skills needs uncertainty and plan the talent pipeline. A shared skills • Coach leaders to be able to engage and • Match individuals’ skills to in-demand future • Make sure workers understand therelevance taxonomy is vital here. motivate all levels of the workforce through careers and embed these insights into of upskilling programmes to their role and change personalised career development plans progression plan • Continuously assess current and future skills • Make training formal and informal, multi- needs and apply insights to workforce • Educate workers in the importance and value modular and continuous planning of transferable skills • Ensure effective collaboration across the • Adopt a people-centric approach to • Free up workers’ time to focus on strategic • Provide on-the-job training to ensure workers Tech savvy entire C-Suite to connect business strategy technology transformation and clearly and creative work that requires uniquely apply digital and data literacy to their daily and HR strategy communicate this commitment to the human skills: make this the goal of AI tasks and activities Workers who approach emerging • Evaluate existing access to tools and workforce workflow integration • Develop responsible AI frameworks and technologies as an opportunity to learn skills technology to highlight and address any • Promote a culture of growth and resilience • Ensure that there are regular personalised guidance to ensure workers use AI and progress inequality among workers career conversations, powered by data- appropriately and effectively and increase trust • Make sure AI-related policy and workforce • Ensure leaders address concerns driven tools, for all workers in the technology planning consider inclusiveness, safety, transparently and positively to create more • Promote upskilling and internal mobility to • Develop a responsible AI training programme transparency, privacy and accountability trust, openness and advocacy maintain a sustainable balance between • Ensure all leaders are upskilled on AI and are building and buying talent adopting new technology • Identify and tackle any issues of talent • Organisations should proactively inform the • Prioritise skills-based hiring and ensure roles • Create an organisational and leadership Proactive hoarding across teams and departments workforce about the impacts of emerging are skills-defined culture that promotes continuous upskilling • Match workers’ skills to the technology on the business to maintain • Celebrate transferable skills by consistently and empowers workers to take ownership of Workers who proactively experiment with organisation'sneeds and to their own career engagement and trust onboarding workers from different industries their own training new ways of working and commit to plans • Educate managers to challenge traditional and backgrounds with confidence and • Recognise your company’s need for human upskilling themselves for the future career paths and employment models conviction skills and make them a core part of the talent • Create an organisational culture that • Create non-linear skills-based career lifecycle – from hiring to progression. promotes internal mobility and non-linear pathways for all workers • Leaders should act as a role model, pathways developing their own human skills with coaching, training and leadership development. 53